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| Criterion |  Decision Making Constraint Analysis |  Systems Thinking Wardley Mapping |  Systems Thinking Current Reality Tree |  Systems Thinking Causal Loop Diagram |
|---|---|---|---|---|
Purposedifferent | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | Wardley Mapping makes visible where an offering stands today and where it can evolve. The method connects user need, value chain, and evolution stages into a strategic basis for platform, build, or buy decisions. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 30-90 min | 1-3 h | 2-6 h | 1-3 h |
Participantsdifferent | 2-8 | 2-10 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Wardley Map, Strategic Options, Evolution Notes | Current Reality Tree, Core Problems, Intervention Ideas | Causal Loop Diagram, Feedback Notes, Leverage Points |
Tagsno overlap | ConstraintsDecisionPlanningOptions | StrategySystems thinkingDynamics | Systems thinkingRoot causeConstraintsCausality | FeedbackSystems thinkingCausalityDynamics |